The impact of technology on business process operations

The impact of technology on business process operations

Research results across industries and functions

1

About the research

In 2014, Genpact commissioned a research project conducted by an independent research firm. The goal was to assess the potential to address strategic enterprise challenges through advanced operating models across a defined spectrum of industry sectors (banking and financial services, manufacturing, high tech, healthcare, life sciences and consumer goods). The findings presented are based on the response of executives selected, based on their ability to materially influence functional decisions, of which over 150 were from finance, about 130 from marketing, about 120 from procurement, about 140 from risk and over 350 from operations. Respondents were asked if operating model initiatives such as radically improved use of technology can materially impact an enterprise function.

We analyzed the data to identify patterns of applicability and financial impact of technology. To do so, we first determined which enterprise challenges were most pressing for the surveyed organizations, by industry and business functions. We then analyzed which enterprise functions helped the most in addressing those challenges. For those functions' operations, respondents rated the ability of technology to materially impact them. We finally analyzed the estimates respondents made of the financial impact generated by technology in impacting those functions. The results provide an unprecedented view of technology's ability to impact new operating models and, as a result, help core enterprise functions to address the big challenges their companies face. The ability to compare results across multiple industries and enterprise functions is also new and intriguing.

2

Abstract

We are entering a time in which new yet robust technologies ? such as cloud, analytics, collaboration, mobile - will catalyze the evolution of process operations, and multiply operations' impact in addressing the numerous challenges that large enterprises face. However, the applicability and impact of these technologies is not uniformly high, according to almost 1,000 business executives surveyed by an independent research firm in a project commissioned by Genpact. The research also shows that many executives associate technology with significant positive monetary impact, and that technology is proportionally more applicable to business functions that address multiple challenges across the enterprise.

3

Research confirms the important role of technology in delivering a powerful impact-- but application requires selectivity

Executives in some functions estimated a high impact from radically improved technology-- higher than the impact of other levers, such as outsourcing, shared services, and business process reengineering. The estimated impact from improved use of technology ? when applicable - for finance and accounting processes was the highest across all functions and significantly higher than other levers. Looking across some of the industries, executives expected significant impact from operations with radically improved use of technology. Insurance and life sciences R&D executives estimated a significantly higher impact from improved use of technology compared to outsourcing, shared services, and business process reengineering levers, while the impact was comparable for banking (both retail and commercial) and life sciences commercial operations. Yet many didn't see technology as a material lever to impact operations. The number who did was significantly lower, in fact, than for the combination of shared services and outsourcing (See Figure 1 on following page).

4

Figure 1: Estimated annual impact (USD million) of three operating model levers and applicability of each (represented by width of column) across functions and industries

Average $ impact, bar width proportional to percent of respondents stating that the initiative will have a material impact

Overall

$208m $152 m $120 m

$268m

Finance

$155m

$103m

Procurement

$120 m $99 m

$84 m

Risk

$225m $187m

$185m

Marketing

$168m $157m

$106m

Tech BPR

SSC, BPO, Hybrid1

Commercial Banking

$330 m $299m

Tech BPR SSC, BPO, Hybrid

Retail Banking

$261 m $267 m

$156 m

Tech

BPR

SSC, BPO, Hybrid

Insurance

Tech

BPR

SSC, BPO, Hybrid

Life Sciences R&D

Tech BPR SSC, BPO, Hybrid

Life Sciences Commercial Operations

$210 m

$108m

$151 m

$210m

$90m

$104m

$225m $209m

$165m

NA*

Tech

BPR

SSC, BPO, Hybrid

Tech

BPR SSC, BPO, Hybrid

Annual $ impact is the impact of operating model initiatives in $ per annum including reduction of cost, capital required, improvement of cash and revenue growth

* Some data not reported due to sample size limitations

Tech BPR

SSC, BPO, Hybrid

Figure 1

Tech BPR

SSC, BPO, Hybrid

Tech BPR

SSC, BPO, Hybrid

1 BPO ? Business Process Outsourcing, SSC ? Shared Services, BPR ? Business Process Reengineering, Tech - radically improved use of technology

5

 ................
................

In order to avoid copyright disputes, this page is only a partial summary.

Google Online Preview   Download